The value of Quinn's competing values model in an Australian context

By D. Lamond. 2003

110 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ac89d8142bb38d2b3a55cf40a8f6d1107c4b6b3b

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Carolyn P. Egri
2. David A. Ralston
3. Van Eijnatten
4. R. Taormina
5. S. S. Holloway
6. van der Ark

In Strategy and Management

1. David A. Ralston
2. Van Eijnatten
3. R. Taormina
4. S. S. Holloway
5. van der Ark

Citations in the corpus

• Organizational climate and culture. (2009, unknown): “…Fey & Denison 2003, Lee & Yu 2004, Xenikou & Simosi 2006) or the measurement of organizational culture in countries outside the United States (e.g., Lamond 2003, Tsui et al. 2006a), but the primary theoretical issue of interest when it comes to national culture is the extent to which it shapes the…”
• Interrelating leadership behaviors, organizational socialization, and organizational culture (2008, background): “One attempt to use Quinn’s (1988) leadership roles in regard to culture was by Lamond (2003), who found eight organizational “clusters”, three of which may be considered similar to Wallach’s (1983) cultural facets. More recently, Li (2004) studied the relation between transactional and transformatio”
• Ipsative measurement and the analysis of organizational values: an alternative approach for data analysis (2014, background): “Several authors have found consistent evidence for the validity of the CVM (Quinn and Spreitzer 1991; Zammuto and Krakower 1991; Denison and Mishra 1995; Howard 1998; Cameron and Quinn 1999; Kalliath et al. 1999; Lamond 2003; Kwam and Walker 2004; Ral-ston et al. 2006; Rhee and Moon 2009).”
• Today's state‐owned enterprises of China: are they dying dinosaurs or dynamic dynamos? (2006, background): “These results suggest that today’s SOEs share similar characteristics with FCBs in their dominant characteristics, leadership styles, management of employees, bonding mechanism, strategic orientation and criteria of success.”